Joe Six Pack And Four Canadian Entrepreneurs CBC Video Case Analysis

the internal analysis of the firm and the external analysis of the industry and competitive environment

B. Analyzing the threats and opportunities associated with the external environment C. Analyzing the weaknesses and strengths of the important areas of function within the organization D. Using a strategic control system to monitor and evaluate the organization's progress Correct: The Correct Answer is: D. The step of the strategic planning process that immediately follows the step of implementing the strategy is using a strategic control system to monitor and evaluate the organization's progress.

This case is about Amsterdam Brewery, which produced over 20 different craft brews, each with its own brand name. Jeff Carefoote was the owner and president of Amsterdam Brewery wanted to decide on promotional strategies that would increase its profitability and grow company’s brand. The company was also experiencing operational capacity issues due to continuously increasing demands. As a result, Carefoote had decided to invest in capital expansion to increase Amsterdam’s brewing capacity. Several problems were created like The Ontario Craft Brewers Organisation didn’t promote craft breweries because its laws were not supportive for craft breweries. After that, in order to increase brewing capacity, Amsterdam moved operations to midtown Toronto and the high capital costs for expansion made Carefoote hesitate. Moreover, the brewing time was also connected to the beer’s retail selling price because some beers required more complex processes that resulted in higher costs and higher selling prices.

Identify elements of the external environment and internal resources of the firm to analyze before formulating a strategy.

The memorandum will analyze the proposed new product launch of Mountain Man Light (MMLight) for Mr. Chris Prangel, the future owner of the Mountain Man Beer Company (MMBC). More specifically, the memorandum will consider the advantages and disadvantages of launching MMLight, as well as a cost-volume-profit analysis of the proposed new product launch. The memorandum will conclude with recommendations for Mr. Prangel’s consideration.

In every company, they deal with internal and external factors that affect every day business. External factors include oil price change, new laws and regulations for building codes, food distribution and many more. Companies that wish to succeed in their business should try and anticipate these internal and external factors. By identifying a companies opportunities and threats, a company can protect themselves from future harm and take advantage of opportunities that they have prepared for. Analyzing the opportunities and threats can be crucial for a company to turn a profit, expand the company across the country, and bring in and keep new and old customers.

Despite the strong brand and strategic position that MMBC created, the company experienced a decline in revenue of 2% in 2005 (Abelli, 2007, p. 4). The decline is due to changes in beer drinking patterns, markets, and demographics in the region as well as the U.S. in general. The change in beer drinking in 2005 included a decrease in intake of beer in general. This was due to competition from wine and spirits as well as new national health recommendations to decrease alcohol consumption for improved health (Abelli, 2007, p. 4). Premium beer consumption was down 4%, but light beer use was up 4% (Abelli, 2007, p. 10). This movement of consumer purchasing practice, makes adding a light beer product attractive. Overall beer consumption was down in the U.S., and this trend was true in MMBC’s region as well. See Figure 1. This graph shows beer consumption in West Virginia, MMBC’s home state,

33 8. What strategic issues need to be addressed? 34 9. External environmental analysis 35 10. Internal environment analysis 60 11.

As time had progressed on, new trends of beer drinkers transitioned a decline in selling performance for the first time ever in the Mountain Man Brewery Company. The decline revealed a weakness within the company that only brought forth fear of the unknown future of the company’s product and brand. Oscar had recently hired the next generation on MMBC his son Chris to manage the marketing operations. Chris had presented to his father the possible expansion of introducing a new beverage of choice for the upcoming beer drinkers. Recent research amongst beer drinker’s uncovered potential growth for MMBC and the fear of eroding the historical brand of loyalty.

The strategic management tool also includes on this paper. The tool that I used in the organisation is SWOT (Strength, Weakness, Opportunities, and Threats) analysis, and also noted the advantage and disadvantage of the said analysis. The SWOT analysis is usually use by the organisation because it can easily detects the strength and weakness in the internal environment and the opportunities and threats outside the organisation. I also included some advantages and disadvantages of the said

Even though their shipping costs were twice the industry’s, average shipping costs would have been much more had they attempted to enter other states. Besides, Coors made up for the inefficiency with the scale of their plant, the largest in the nation. The location lent itself well to Coors’ ability to differentiate its product. For example Coors was brewed using “pure Rocky Mountain spring water.” Coors had a great opportunity to serve an underserved geographical market. Seven of 24 million barrels sold in the region had to be imported from production facilities outside of the region, and Coors’ Colorado facility was more central to the area than the three other closest facilities in Missouri, Texas, and Wisconsin. Coors had the second lowest production cost per barrel in the industry, in spite of their claim of the most expensive raw material costs. Their cost advantage stemmed from the industry’s highest capacity utilization, economies of scale through the country’s largest brewery, single product focus, and the industry’s fastest packaging lines. Matching their low production cost was the lowest advertising cost relative to the industry. The mystique that had been built up about Coors and their differentiating, all-natural appeal allowed them to get away with lower advertising costs than average for the industry. Coors differentiated their product, both in the

Criminals should be rehabilitated not punished. Punishment doesn’t help the prisoner at all, it only teaches them that they shouldn’t get caught next time. This forces them to get more creative at the crime they commit. Whereas, rehabilitation is about preparing a person for a productive life after prison. Prisoners get the option to further their education, learn a trade, and even seek help for an addiction they might have. Rehabilitation is more cost effective, and better at lowering the rate of reincarceration in comparison with punishment. When comparing the two it’s not hard to see why prisoners should avoid being punished, and instead be focused on being rehabilitated.

Using the strategic management process is essential when mapping out a strategy. Before a recruitment strategy is made, a company must evaluate what its goals are and what outcomes can be obtained while fulfilling the company 's mission, which is why the company exists. An external and internal analysis must be conducted using a SWOT analysis. When analyzing the external environment, a company is able to see where high quality talent congregates and how their top competitors are recruiting. When doing an internal analysis, they are able to see what strengths they should build on and what weaknesses they need to address. An example of a weakness is to pinpoint the skill gaps in software engineering that need to develop or which technological advancement that they need to create for their own products (e.g. the cloud, intricate security systems). After the external and internal analysis has been conducted, it is then where the business strategies can be formulated. These strategies are

The strategic management process is based on the belief that businesses should continually monitor internal and external events so timely changes can be made. To survive, firms must be able to identify and adapt to change. This involves timely planning, directing, organizing and controlling of the strategy-related decisions and actions of the firm (Camerer, 195-219).

For strategic analysis part, we used PESTLE and Porter’s 5 forces for external analysis; and SWOT and Value Chain for internal analysis.